By: Lyn McDonell M.A. FCMC C.Dir.
For an introductory session of a series on sustainability, our expert panel members did not disappoint. I was delighted to moderate the Ontario Institute learning event on November 13th. Our panel members were practical and experienced: Alana Boltwood CMC, Senior Manager, KPMG in Technology Consulting, Antony Upward, new FCMC, Principal of Edward James Consulting Ltd. and the creator of the Flourishing Business Canvass, and Bob Willard, a recognized guru on the business value of corporate sustainability and Founder and Chief Sustainability Champion at Sustainability Advantage.
In April, the Institute committed to alerting members to a specific competency in the 4.0 edition of the International Framework for CMCs. That competency stated in simple but profound terms that management consultants recommend solutions to clients that are compatible with the principles of sustainable development and that management consultants demonstrate corporate and social responsibility in their own and client organizations.
We asked the panel how management consultants might rise to this competency challenge in today’s environment.
What is Sustainability?
First, Bob helped us to understand what we mean when we use the term “sustainability.” Sustainability involves the combination of environmental, social, and economic well-being. This is consistent with the original 1987 Brundtland Commission Report, defining sustainability as “meeting the needs of the present without compromising the ability of future generations to meet their own needs.” Bob shared another “handle” to this intergenerational responsibility: “Enough for all forever,” referring to the idea of limits. Alana said that she uses the word “sustainability” to avoid acronyms, adding that ESG (Environmental, Social and Governance) takes the viewpoint of an investor, largely. Antony pointed out that sustainability is treated as a matter of social consensus when, in fact, it should be based on available science requiring us to be mindful of the carrying capacities of the planet, for example. He favours the word “flourishing.” It connotes a world beyond sustainability where all life can thrive for generations to come.
Seriousness on the Rise
A poll with the participants informed us that sustainability concepts are arising in our work but not defining it. The panel explored the burgeoning importance of this theme. Sustainability issues are now affecting all aspects of a business. To be useful and relevant, one should be aware of the macro issues and particularly knowledgeable about impacts on one’s industry or specialization. Alana gave specific examples of how each type of business might be impacted. Antony emphasized that sustainability is not a new silo of expertise but is central and pervasive in its effect. Much like technology, it is a wave affecting everything and all consulting specializations.
The Client Perspective
What help will clients need? Bob reminded us that there are typically two drivers: the opportunity of paying attention to something and the risk of not! He suggested one can establish a baseline as an initial report card so that clients know what and where to improve. Alana shared that she usually begins the conversation with the client’s interest as expressed by them, knowing their sustainability focus may be partial at first. Some clients need specialized support. For example, those clients with reporting requirements need to figure out how to get data, track, and report in auditable ways. Sustainability goals may draw in other specialized professional work. Antony explained that, in strategy, there is a need to maintain viability short- and medium-term while creating contributions to the larger well-being goal over time. This is a balancing act. To orient and guide the organization, there has to be a long-term vision about how the organization will contribute to flourishing over time. Then, informed by the latest science and practice, leaders can create strategic paths and business models that bring about that journey to flourishing.
The Challenge of Authenticity and Context
I appreciated when the distinction of “outside in and inside out” was brought to the table by Bob. As Alana had noted earlier, Environmental and Social Governance is often “outside in” and shaped by investor perspectives, focusing on how the external environment may affect the company’s value in the long term. “Inside out” views may reveal the less-than-rosy impact of the company’s undertakings on the environment, communities, and people. “Inside out” is regarded as a more “authentic sustainability” necessitating context-based sustainability approaches to address wider predicaments. As Certified Management Consultants, I believe that our Code of Conduct behoves us to take an authentic sustainability approach.
The panel had referred throughout to the many resources available (tools and methods) from their websites and generally. It ended with the recognition that there are many subtopics.
Next in View
Further professional development on the theme of sustainability will be offered by the Ontario Institute, consistent with its motion. A Sustainability Special Interest Group will be formed in the New Year. Stay tuned.
Thank you to our excellent panel members, session participants, and the Council of ICMCO for bringing this theme forward. I look forward to the future of this call to action in the management consulting community.
Recording of Full panel discussion
